There are many authors on the topic and so its easy to get confused. Lean thinking and implementation is the only way your company can survive an rapidly changing market. Without change for improvements dormancy is knocking at your door.

1. LEAN THINKING
CONTENTS
• Introduction about Lean
• The 7 wastes or Mudas
• Principles of Lean
• Tools
• Suggestions about
SWOP
• About our ProjectBy
Gustaf Johannesson
and
Dany Paul Brahmakulam Jacob

2. why lean production
?

3. Department A
10 workers 1
Supervisor
Department B
10 workers 1
Supervisor
Department C
10 workers 1
Supervisor
Inventory
Storage
Finished
Product
Storage
1 X 10 Hrs 1 X 10 Hrs 1 X 10 Hrs 30 hours
Machine A
1 worker
Machine B
1 worker
Machine C
1 worker
Inventory
Storage
Finished
Product
Storage
1 Hr 1 Hr 1 Hr 3 hours for
1 finished product
Traditional Production based on Departments
Lean - Product based Production Line
Less storage, Less transportation, Less workers, Less equipment, Less supervisors, Less energy consumption, Less Space

4. Wastes or Mudas

5. 7 Wastes or
Mudas

6. Manufactured = Sold
1. Overproduction

7. 2. Excess
Inventory

8. 3. Waiting

9. 4. Motion

10. 5. Transportation
A
CD
B

11. 6. Rework

12. 7. Over Processing

13. Lean
Principles

15. Value
Specific product that meets a customer’s
needs at a specific price and specific time
 What is important to the customer
 What the customer is willing to pay for
Put yourself in the customer’s shoes
Use the customer’s words to describe the
product

16. Value Stream
Set of specific actions required to bring a
specific product through 3 critical
management tasks of all businesses
Problem Solving task (design,
engineering)
Information Management task (order
taking, scheduling, planning)
Physical Transformation task (from raw
material to finished product)

17. Flow
Parts “flow” through a Value Stream
Upstream is the beginning or “head” of the
flow
Downstream is the “mouth” of the flow,
where the part is pulled by the customer
Materials and parts are the “parts” in
manufacturing
Customer’s needs are the “parts” in service
industry
 Same for administration

18. PULL
“It has become a matter of course for
customers, or users, each with a different
value system, to stand in the frontline of
the marketplace and, so to speak, pull the
goods they need, in the amount and at the
time they need them.”
Taiichi Ohno, “Toyota Production System”
 “…Nothing is produced by the upstream
provider until the downstream customer
signals a need”
Womack and Jones, “Lean Thinking”

19. Perfection
 The complete elimination of all waste, so
that all activities along a value stream add
value to the product
 Ideal State Map

20. Value
Value Stream
Flow
Pull
Perfection
QFD, FMEA, Charting, Survey, Cost Benifit
Value Stream Mapping, Time Value, Takt Time, Cycle Time, VSM, KPI, Pareto, 5 why’s
Single Piece Flow, Cell Design, 5S, Mistake proofing, Poke Yoke, TPM, Visual
Control
Kanban, POLCA, Mistake proofing, Poke Yoke, TPM, Visual Control
Kaizen, Continuous Improvement, Incremental and Rapid Improvement, Working
Standards, Procedures and Manuals, Training, Monitor and Control tools
Tools

22. 5S

23. Features in
TPM
Autonomous maintenance – Equp. Operators can
maintain the equipment
Training from Eqp. Technicians
Knowing the Equip by cleaning, recording
defects leaks issues and learning to do
maintenance.
Maintaining failure log (Fugai list), eqp.
Shutdown log, minor issues log.
Preventive maintenance – prevent eqp. Break
down before it happens
Identify the correct schedule or frequency on
maintenance for an Eqp.
Overall Equp. Effi. = Availability X Performance
X Quality
Basic Condition restoration
Equipment manual and work procedure
ZERO FAIL concept

24. Implement TPM

25. Training of employees on Lean Thinking

26. Encourage employees to focus on identifying wastages
•Educate
•Analyze
•Report

27. Feed back from employees need to be responded

28. Continuous improvement is the only way to make a
company become more Lean.

29. “Lean Thinking” by James Womack and
Daniel Jones
“Toyota Production System” by Taiichi
Ohno
“Total Productive Maintenance” by
Steven Borris
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